Coaching Skills can be learned, assuming a person has good experiences to begin with and has good communication skills.
• Maintain high energy. The sessions can be mentally draining, and the coach needs to continue to engage the project manager for the knowledge transfer to take hold.
If the coaching sessions are dull, the project manager will lose interest and will have a hard time retaining the information.
• Be conscious of the person's body language. It takes concentration and energy to provide coaching, but it also takes energy and focus to receive coaching.
If you see the person is starting to drag and his or her energy level is starting to get low, you should probably take a break.
Also keep in mind that if the coach starts to drag, then the person being coached is likewise going to drag.
Sometimes the body language or facial expression of the person being coached can lead you to believe that he or she is not receptive to your message or that he or she doesn’t find the value in it. If you perceive this, make sure you also do a reality check.
Ask the person if he or she understands what you are saying and whether he or she thinks there will be value in the processes on his or her project. If he or she has any objections, discuss them now so that they can be addressed as soon as possible.
• Validate understanding. Make sure that you do not spend too much time talking without validating that the person being coached understands what you are saying. If the person repeats back to you what you are saying, then the chances are that he or she is still mentally engaged.
If he or she doesn’t say anything for a while, then it could mean that he or she has lost interest or else has lost your message. If you find yourself talking a lot, stop at various times and ask the person to repeat back the information in his or her own words, or perhaps ask him or her how the information you are providing would apply to his or her project.
• Keep notes. As you are coaching, write notes so that the information can be referenced later. If you are coaching as a part of a working session, use flipcharts to document the relevant content.
• Leverage personal experiences. Use personal examples, including experience from coaching previous projects, during the coaching sessions, especially those that may be applicable to the project and its approach.
• Ask probing questions. The coach needs to be careful not to dominate the coaching session and do all of the talking. The coaching experience should be give and take. The coach should ask probing questions to find out additional information and draw out the participants. This includes finding out more about the project and how the project manager or project team will utilize the information that has been discussed.
Libro El Director de Proyectos Práctico -
Un Método probado de 28 Pasos para completar tu Proyecto Exitosamente
EL DIRECTOR DE PROYECTOS PRACTICO -
Por fin ─ un libro sencillo con un método paso a paso para completar tu proyecto.
¡Y sin tener conocimiento previo sobre administración de proyectos!
Toda la "paja" de la metodología de dirección de proyectos fue eliminada, dejando solo lo que es absolutamente útil para completar la tarea.
El Director de Proyectos Práctico, Project Management for Small Projects.
Un libro pensado en el líder de proyectos empírico que salió ganador de la rifa del tigre. Pues ya tiene la responsabilidad de un proyecto, pero que no sabe ni por donde empezar. Necesita una receta ABC para seguir.
Contiene 260 páginas perfectamente detalladas con ejemplos e ilustraciones, que te llevan de la mano hasta completar tu proyecto.
Pruébalo, síguelo, ten éxito. O sigue haciendo lo mismo... :(
Compra aquí El Director de Proyectos Práctico en su versión electrónica─
BONO ADICIONAL: El libro incluye todos los templates─plantillas─que necesitas, listos para ser usadas. No necesitas comprar nada mas.
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